A bottleneck is likely to be where a work backlog is present, such as a production workstation with a pile of inventory in front of it, waiting for processing. Bottleneck equipment tends to break down frequently, since it is constantly in use.
A bottleneck could also be designated as such; usually when a process is expensive to operate, so the capacity level is deliberately reduced to lower the associated costs.
A bottleneck operation should run at all times. This means overstaffing it, using lots of support staff, and reviewing incoming materials to ensure that they meet quality specifications.
It may be useful to raise the wages of employees working in the bottleneck area, to reduce employee turnover. Could also consider cross-training employees, so that more people know how to operate the process. Also, be willing to pay overtime in order to keep the process running.
May offload bottleneck work to a backup operation, even if it is not as efficient. Can also make sense to keep old equipment that would otherwise be sold off, if it can act as a backup to the bottleneck.
May also outsource work to reduce the load on the bottleneck.
Another option is to install a conveyor from the closest upstream work station to the bottleneck, in order to avoid breaks while the upstream work station piles up its output into a batch for delivery to the bottleneck.
Pay for the rush delivery of parts, when doing so will keep the bottleneck operational.
Add upstream work capacity, if doing so will build the inventory buffer in front of the bottleneck.
Manage the bottleneck intensively, to maximize the amount of time that it is operating.